Alliances Videos

Plus sur http://wizdeo.com/s/tv77 La communauté des agglomérations du Pays de Meaux signe un contrat afin de développer les améliorations des communes. (Droits réservés. Pour toute exploitation commerciale, veuillez nous contacter http://wizdeo.com/s/contact )Author: tvsud77 Tags: tv77 communauté communes meaux alliances conseil général seine-et-marne développement Posted: 30 October 2009 Rating: 0.0 Votes: 0

http://www.weightlosssurgerychannel.com Weight loss surgery centers in the U.S. can apply to be designated “Centers of Excellence” by the ASMBS. So with 1000 applications, why have only 365 have been approved?Author: WeightLossSurgeryChannel Tags: american society for metabolic and bariatric surgery asmbs centers excellence jacqueline lueck sneve obesity strategic alliances surgical review corporation Posted: 30 August 2009 Rating: 0.0 Votes: 0

http://www.weightlosssurgerychannel.com Weight loss surgery centers in the U.S. can apply to be designated Centers of Excellence by the ASMBS. So with 1000 applications, why have only 365 have been approved?

La tête de liste du Parti Socialiste en Ile-de-France est interviewé sur le faible score annoncé du PS, sur son programme économique européen, sur l'entrée de la Turquie dans l'Union. LIBERATIONAuthor: liberation Tags: désir européennes libération économie élections socialiste PSE manifesto manifeste alliances divisions libé Posted: 04 June 2009 Rating: 3.0 Votes: 2

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Inside Story explores the main political blocs competing in the India elections 2009, the possible alliances, the main challenges facing the new Indian government on both the domestic and foreign fronts. Author: AlJazeeraEnglish Keywords: Al Jazeera Inside Story India elections Congress party BJP alliances security polling stations largest democracy Added: April 15, 2009

In his weekly address Saturday, President Barack Obama said problems menacing the United States' security and economy also threaten an increasingly interconnected world. (April 4) Author: AssociatedPress Keywords: obama alliances touts global Added: April 4, 2009

The Obama administration is hopeful that, with the right incentives, insurgents will abandon alliances with al Qaeda and the Taliban. But will it work? Katie Couric comments. Author: CBSNewsOnline Keywords: Katie Couric al Qaeda Taliban Alliances Obama Added: March 16, 2009

Martin Indyk: "If we try to engage Syria in a negotiation with Israel and move the Palestinian-Israeli peace process forward, we can create a dynamic that will change the calculations of the leaders in the region." This Carnegie Council event took place on February 9, 2009. For the complete video, audio, and transcript, go to http://www.cceia.org. Author: carnegiecouncil Keywords: Martin Indyk Hezbollah Hamas Syria Iran Palestine Lebanon peace-making alliances Middle East peace process negotiations Obama engaging Syria Added: February 20, 2009

City Alliances offers a unique careers advisory service. We specialize in the organizing of events aimed at promoting the development of skills and education to assist students in securing high level internships and in the transition to employment after studing. Our core focus is on underrepresented groups in the city including black and minority ethnic groups and female candidates; however we operate a non-exclusive policy. Our members come from a wide range of background and we pride on the resulting diversity. Our events provide students with a platform on which to network with professionals. The events include networking events, talks from successful industry professionals, educational seminars and much more. Visit us at www.CityAlliances.co.ukAuthor: wesione Tags: Careers City UK Alliances Investing Law Proffesional Posted: 13 September 2008 Rating: 0.0 Votes: 0

Dealmakers know that strategic alliances are key to post-acquisition returns, but a recent study in the Harvard Business Review suggests alliances fail 60% to 70% of the time. Establishing alliances can be challenging, pricey and sometimes even risky, but the payoffs for some companies such as IBM Corp. outweigh the costs involved. In this edition of Inside The Deal, Scott Wilson a senior manager of Deloitte Research speaks with The Deal's Suzanne Stevens about maintaining and managing strategic alliances. Also check out some of The Deal's most recent stories on strategic alliances: Alliance alternativeMore on managing strategic alliances Guidance on strategic alliances from Cisco's Steinhilber Nissan makes the latest move in electric car race GlaxoSmithKline shakes up stategy

Author: dealvideo Added: Fri, 05 Sep 2008 16:35:54 -0800 Duration: 309Dealmakers know that strategic alliances are key to post-acquisition returns, but a recent study in the Harvard Business Review suggests alliances fail 60% to 70% of the time. Establishing alliances can be challenging, pricey and sometimes even risky, but the payoffs for some companies such as IBM Corp. outweigh the costs involved. In this edition of Inside The Deal, Scott Wilson a senior manager of Deloitte Research speaks with The Deal's Suzanne Stevens about maintaining and managing strategic alliances. Also check out some of The Deal's most recent stories on strategic alliances: Alliance alternative More on managing strategic alliances Guidance on strategic alliances from Cisco's Steinhilber Nissan makes the latest move in electric car race GlaxoSmithKline shakes up stategy

Alliances in China Download this podcast Download audio file (20080828_forming_alliances.mp3) The following is a full transcript of today s podcast: KENT KEDL: Newsflash. The U.S. economy stinks. Now I know I do not have the academic credentials to make an educated pronouncement about this – then again, a Master s degree in Chinese philosophy qualifies me for very little – however, I think it is safe to say it is true. The Republicans thinks it is too many taxes, the Democrats think it is too much outsourcing, and Phil Graham thinks its all in our heads. No matter the cause, the fact remains that the U.S. economy is deep in the doldrums and there does not seem to be much hope that it will get out any time soon. This was really brought home to me when I was back in the U.S. a few weeks ago for an all-too-brief summer holiday. I try to get back to the U.S. several times a year to visit family and clients, and it is always an education. No matter how informed I try to be here about what is going on back home, simply reading news stories does not give one the full picture, particularly the current status of emotions in the U.S. business community. So it is from these conversations with U.S. clients and friends that I reached this conclusion: the U.S. economy stinks. More to the point, the many people I talked to seemed to question whether or not the U.S. economy was worth investing in as a stand-alone investment. There was not a lot of faith that we would be getting back to the hey-days of the U.S. economy where growth was easy, foreign competition was very low and return on investment nearly guaranteed. Notice I qualified that last statement by saying that I heard people questioning the U.S. as a stand-alone investment. This is a key point – certainly, U.S. businesses are not giving up on their domestic markets completely; however, they are considering how their domestic and international strategies can work together. And this is where I heard some rumblings of optimism among U.S. businesses, that there were some investment opportunities outside of their domestic markets which, if successful, could help grow their domestic business. One of the key investments we see companies making overseas is some form of equity alliance with a foreign company – be it joint-venture, acquisition, merger, etc. Here in China, over the past year, we have seen our M A practice jump to a new level as Western firms interested in the China growth opportunities are looking for good companies to align with. But when times are tough in domestic markets, this puts even more pressure on a foreign alliance to work the first time – there is no margin for error when sales are down and capital markets are tight. Over the past few years of these podcasts, we have addressed the subject of China alliances from various angles. Today, I d like to update that perspective and talk a little about what makes China a unique environment for alliances. This is not meant to be an exhaustive list; rather, I want to point out what makes China alliances unique and identify potential potholes in the road ahead. One of the biggest challenges to doing good alliance deals in China (or anywhere, for that matter) is finding good alliance targets. In other podcasts, I have talked about the all-too-common mistake we see foreign companies make here by being too opportunistic in selecting their alliance partners. A common pitfall is finding a partner at a trade show – what I have called the industrial single s bar – and, after a few drinks and an exchange of product literature, both sides are ready to do a deal. I won t harp on the fact, again, that it is CRUCIAL for you to date around , to assess multiple alliance opportunities and benchmark them against each other and against the strategy you have in mind for China. But when you find these companies, they will, generally, share some similarities. Assuming they are a private company (and not State-owned, a whole nuther can of worms here!), it is almost guaranteed that they will be a first generation owner, meaning that the founder of the company is likely to be the owner or at least one of the owners. In more developed and older economies such as the U.S. and Europe, good targets can be found among second- or third-generation owners. The kids or grandkids of the founder have run the business for awhile, have made some money but have lost the original emotional attachment to the business and, in many cases, are looking for an exit strategy. Not so in China where modern business is still measured in years, not decades (or even centuries). Private businesses were allowed here starting in the late 80s and did not start becoming popular until the mid 90s, so we are still very much in our first generation of founder/owners. These are people who have put their very lives into their businesses, risking a LOT to do so. Many of them could have settled for a well-connected job in a State-owned company but they didn t. Many of them gutted it out and became successful as a result. So, psychologically speaking, these owners are in a unique place when someone approaches them about a possible alliance. In the first place, they are not actively looking to sell their companies nor are they even interested in capital investment. If they are good (and typically we are only targeting the good ones), then they are fully confident in their ability to continue to grow their company and be successful, without having to give anything away or ask for anything. I have told this story before, so forgive me if you ve heard it, but its like my oldest daughter (now 15) when she went to her first day of preschool here in Shanghai when she was 4 years old. A very confident and outgoing child, she walked in the front door of the school, put down her book bag and called out, OK, I m here … you can all play with me now!! In the same way – and unfortunately – many foreign companies think that, because they are foreign, everyone here is just DYING to work with them. They can just show up and everyone will come running. Owners of Chinese private companies want to know what the foreign partner brings to the table. Before starting a program, we work with our clients to define, very specifically, just what they could bring to the Chinese partner. Chinese companies are often looking for access to foreign markets (particularly big-name customers) and access to brand or technology. Many of these companies know that, to be a legitimate global player, they cannot copy technology or rip off trademarks. This – oftentimes more than money – is what the foreign partner can bring to the Chinese side and make a potential alliance very attractive to both. A desire of many Chinese companies is also to go international and this can be a key motivation for them to do a deal with a foreign company. If the foreign company has access to good channels and customers then, often, they can work with the Chinese company to expand their product portfolio by either providing a broader range of products or more price, quality and brand tiers. However, before you go offering this to a Chinese company, you must think VERY carefully about how that will impact your current business and how to avoid diluting revenues and margins with additional – often lower cost – products. Another characteristic of first-generation owners is that their objectivity in valuations can be a bit skewed. If you have just invested your heart, soul and savings account into a business and have succeeded, you are not going to be satisfied with more objective calculations such as multiples of earnings or discounted cash flows. The cold, objective, CPA-driven valuations that many Western companies take can really be a turn-off to a Chinese company. When we approach the topic of valuations with a Chinese alliance target, we do it very carefully and slowly, helping them see just how the foreign company is looking at the deal as well as the final numbers. Very often, I will represent the foreigner s perspective and will say to the Chinese partner You know, we foreigners have our own way of looking at things and the board of directors for Company X is no different. This is how they will be doing their valuations… and I launch into a description of the criteria and methods our client will use. But then I continue, However, we all know that there are many more issues that need to be taken into account when evaluating your company and we want to make sure we are able to capture all of them. Then we start to have the conversation about the assets – tangible and intangible – that the Chinese partner brings to the deal and start drilling down into the details of just how valuable they really are. For example, we just went through this with a Chinese company that a client of ours is considering doing an alliance deal with. The Chinese company, though small, has captured some very big customers, in particular the largest Chinese company in this industry, a Big Name. The Chinese target is, rightfully, proud that they are a supplier to this Big Name and they point to this as being a reason that they are such a valuable partner. However, when we started digging down into the actual metrics of this relationship, the picture changed – we discovered that the business the target was doing with the Big Name was barely break even and, in fact, had prevented them from serving other, potentially more profitable, companies in a similar space. After some time – and it did take some time – the owner of the target company started to see that maybe this Big Name was not such a big deal after all. In fact, this started a very good discussion about how, with our client s participation, they could both go after even bigger names and could demand the kind of premium that would result in a sustainable, profitable business. And, in addition, we were able to get to a much more reasonable and agreeable approach to valuation. Finally, these first generation owners – while very modern by Chinese standards – are still often very traditional in that relationships are of central importance to them. All of them, without exception, cultivated good relationships to get them where they are today. And I am NOT saying that they succeeded only BECAUSE of key connections which, to foreign ears, implies some form of under-the-table dealings. In some cases, this is true, but that is fairly easy to discover in a rigorous course of commercial due diligence. No, successful Chinese companies got that way because they sought out and nurtured relationships all along their value chain – from suppliers, to customers, to regulators and even competitors. They work very hard on getting and maintaining these relationships. In the same way, they are going to judge the value of a potential partnership on the basis of the type of relationship that they are going to be able to build with you. You might dazzle them with your company s success and the animated PowerPoint slide show about how you are going to dominate the market might be kind of cool, but they will follow through with an alliance ONLY if they trust you. There is no set path to developing these relationships – suffice it to say that everything you do, every word you say has an impact. If you are truthful and fair in the due diligence and the negotiation process, then chances are you will be able to continue that going forward. If you are cheap and are trying to win , then you can just give up now – because even if you win the deal, you are going to loose the business eventually. A very practical way to show the importance of this relationship is to clearly identify the role of the owner going forward. The fear of every business person is to go from owner to employee. And, even though the org chart might say employee , no former-owner should be made to feel that way. In China, it is appropriate to just hang-out … spending an afternoon having a conversation. I would recommend that the role of the owner be a topic for several of these sessions. You are not going to solve it in one sitting, but if you keep returning to it and talk about it over time, you will show that you are serious about it and you will get to a conclusion that feels right to everyone. A Chinese friend of mine asked me yesterday what I thought of the U.S. economy and what the chances were of recovery. I don t know, I told him, I don t think anyone knows. We are such a new territory here – while the U.S. has certainly seen some down economic times in its history, never before has much of the rest of the world been as strong. This is certainly a threat in that, if they U.S. cannot bounce back or find their feet, then other global economies will come in and fill the vacuum (and one might argue that this has already happened in the manufacturing sector, particularly for commodity goods). However – and I hate to sound like a bad fortune cookie here – with every threat comes and opportunity, and a well-planned alliance in China could be just that opportunity. Thanks for listening to the China Business Podcast. Remember, in China, everything is possible but nothing is easy. We ll see you next time.

Ed Rigsbee, Author, Speaker and Consultant on Strategic Alliances presents a keynote to a manufacturing company and suppliers about adding value for one another.

Ed Rigsbee, Author, Speaker and Consultant on Strategic Alliances presents a keynote to a manufacturing company and suppliers about adding value for one another.